Andrew Catton, Hinsdale D86 Candidate

HINSDALE, IL – Andrew Catton is one of six candidates for four seats on the Hinsdale High School District 86 board.

Here are his responses to the Patch questionnaire:

Name:

Andrew Catton

Town of residence:

Hinsdale

Age:

45

Campaign contact email:

Catton4D86@gmail.com

Family:

Father of 3 future D86 Students beginning in ‘25

Does anyone in your family work in politics or government?

No

Education:

Bachelor’s in International Business, Bradley University

Occupation:

Manufacturing Operations/ Operational Excellence

The single most pressing issue facing the school board is _______, and this is what I intend to do about it.

The most pressing issue facing the school board is the combination of Safety, Quality, and Cost expectations not being met. These three interconnected concerns are at the heart of nearly all the challenges D86 faces, and addressing them requires collective action from the board. While no single individual can make substantial progress alone, I am committed to driving meaningful change by working with the board to set and pursue SMART goals that address each of these key areas.

To improve safety, I will advocate for more regular and transparent reporting on safety measures across the district. For quality, I will work towards restoring a full 5-day weekly schedule at both high schools with options for expanded hours, beginning to provide students with the classroom time they need again to meet and exceed proficiency benchmarks. This increased classroom time is critical to restoring and improving academic performance in a post pandemic world.

In terms of cost, we must ensure that resources are being utilized efficiently. I propose that the superintendent implement LEAN administrators and methodology in its best practices to better control costs while increasing value for taxpayers. It’s essential for the board to focus on streamlining operations, eliminating waste, and prioritizing investments that directly support student outcomes.

As a board member, I will leverage my experience in process improvement to help the district optimize its operations and better allocate resources. My goal is to ensure that every dollar spent contributes to enhancing educational quality and advancing student success. For more details on my action plan, please visit my website at Catton4D86.com.

What are the critical differences between you and the other candidates seeking this post?

The critical difference between myself and the other candidates is my background in operational excellence and fiscal responsibility. I have spent years optimizing processes, managing budgets, and improving efficiency in large-scale operations. This perspective is not only valuable for ensuring that the district operates efficiently but also for identifying potential savings and investing those savings in initiatives that will directly benefit students. While others may focus primarily on vague policy, I bring a data-driven, (SMART) operational approach to decision-making. Being specific, measurable, attainable, relative and timely with our planning will allow for results to be manifested in quick order.

What accomplishments in your past would you cite as evidence you can handle this job?

In my professional life, I’ve successfully led teams to reduce costs, improve quality, and streamline processes in ways that deliver measurable improvements. For example, I led a cross-functional team that improved supply chain operations, optimized schedules for maximum output while achieving valuable cost reductions, all the while maintaining quality and customer satisfaction. This practical experience in managing complex operations would be directly transferable to managing the district's finances and overseeing efficient and effective operations to improve student outcomes.

How would you rate the performance of the current school board majority? Explain.

I would rate the performance of the current school board majority as mixed. While I commend their commitment to academic excellence and student outcomes, there are areas where improvement is needed. Specifically, the board could do more to focus on enhancing the program of studies, ensuring alignment as originally planned, and ending ineffective curriculum changes. Sometimes, we need to stop "fixing" what isn’t broken. The decision to allow the shortened school week to persist without addressing its negative impact on student performance is another area of concern. Additionally, the board has missed opportunities to increase transparency, particularly in explaining the rationale behind key decisions. There is also room for improvement in engaging the community and fostering better communication around important choices that affect the district. My goal is to bring a fresh, results-oriented perspective to the board—one that focuses on measurable outcomes, operational improvements, and stronger communication with the community. By doing so, we can ensure that decisions are made with both transparency and the best interests of students in mind.

Do you support keeping Catherine Greenspon as the school board president? Why or why not?

I believe the decision on leadership should be based on whether the president is serving the best interests of the district and the students, and whether they are able to work collaboratively with the board to drive the district forward. I believe Catherine Greenspon has delivered on this expectation.

Why do you think the district experienced a surge in administrative turnover last year?

The expected administrative turnover last year reflects the need for a shift in direction to address the concerns of the district’s constituents about school performance. One factor contributing to turnover could be the district’s tendency to hire individuals who view D86 as a stepping stone for their resumes, rather than carefully vetting candidates who are committed to the long-term needs of the district. This can result in a lack of stability and continuity.

Turnover can also signal a disconnect between leadership and the operational needs of the district, which can impact the effectiveness of the administration. As a board member, my focus would be on establishing clear goals, setting reasonable expectations, and fostering a positive working environment. These actions are key to ensuring that staff feel supported and that the district experiences long-term stability, benefiting both employees and students alike.

Are the district's property taxes too high, too low, or just about right? Explain.

I believe the district's property taxes are too high and increasing at an unsustainable rate. There is a clear disconnect between the rising expenditures and the declining performance and population of the district. D86 constituents expect more than just the status quo—they expect the district to deliver on its motto, "A Tradition of Excellence," which implies an elite educational experience for students. This higher standard of quality is what the community expects, and it's important that we meet it. That’s why it's also crucial for an effective board to regularly assess whether the tax burden is sustainable and explore opportunities to optimize spending. Utilizing the LEAN methodology as mentioned earlier would be integral to supporting this effort. My goal is to ensure that every tax dollar is spent efficiently and effectively, so taxpayers can see that their investment directly contributes to positive educational outcomes.

What is your view of students' performance on standardized tests? What can be done to improve scores?

Standardized testing is an important tool for objectively measuring student performance across the district. It provides valuable data that helps identify both areas of strength and areas that need improvement, for individual students and for the district as a whole. While it’s essential not to rely solely on standardized tests, they serve as a key metric that allows us to track progress over time and compare performance against state and national benchmarks.

One of the challenges with standardized testing in our district is the inconsistency in testing methods (changing 3 times in the last decade). A more effective approach would be to create a new and elevated standard utilizing all three tests—ACT, SAT, and PSE—so that we can compare and analyze trends over time. This would allow for more meaningful data to guide targeted interventions as needed. Supporting standardized testing is not about comparing students to one another but ensuring that all students meet essential academic benchmarks aligned with expectations. When used alongside other forms of assessment, standardized testing helps create a clearer picture of student achievement and informs instructional decisions. As a board member, I would advocate for using these test results as a tool to drive continuous improvements in education and ensure that all students receive the high-quality education they deserve.

How can the district narrow the gap in performance between low- and high-income students?

To narrow the performance gap between low- and high-income students, I propose a two-pronged approach that focuses on both improving curriculum accessibility and providing targeted support services. First, we need to restore an expanded, tiered system of classes within the program of studies, specifically in key areas like Math, ELA, and Science. This system will better meet students where they are on the learning spectrum and ensure that all students have equal access to the same course offerings, eliminating the issue of curriculum differentiation that has persisted across the district. It’s a plan I’ve outlined to be tackled for the 25-26 school year. As previous boards have failed to hold administration accountable to complete this crucial work, many students have been left behind all the while allowing unnecessary curriculum complexity and causing frustration with students and families. As I stated above, the issue of fixing what wasn’t broken has only continued to burden the district with a less effective program of studies (POS).

Secondly, narrowing the performance gap can be achieved by strengthening the district’s Multi-Tiered System of Supports (MTSS). This would include more effective and targeted support services like tutoring, enrichment programs, and improved access to technology resources. Additionally, we need to establish clearer metrics for classroom quality, ensuring that instruction of the teacher is effective and that textbooks and supporting resources are both rigorous and appropriate for each subject. Limiting cell phones use within the buildings also has benefits, but a new policy that can be enforced needs to be defined. By focusing on these strategies, we can create an exceptional learning environment that provides equal opportunity for all students.

What should the district do to close the disparity between Central and South, in which South has a smaller selection of courses?

The district should ensure that all students, regardless of which campus they attend, have access to a comprehensive and enhanced POS delivered in a schedule that should not limit their success. Each of these key issues are part of my platform as mentioned. This might involve reallocating resources or offering more cross-campus opportunities, but providing greater access to advanced coursework, expanded language programs and expanded career pathway electives can help ensure that all students have the same opportunities to succeed academically.

Would you adjust the attendance boundary between Central and South? Why or why not?

No. This is an irrelevant issue in this election. What D86 needs to focus on instead is a growth strategy. Get Hinsdale South to become a destination district to complement Hinsdale Central. This will be done by finally addressing the limitations that have held back student performance and student opportunity. Please visit Catton4D86.com for more specific solutions that I outline in my platform focusing on Safety, Quality and Cost.

Should the board consider the possibility of dropping property values when changing the boundary between Central and South? Why or why not?

Stewardship of the district’s resources should always be a key expectation regardless of boundary changes. Again this last issue is not a relevant concern in this election, but can be addressed with the growth strategy mentioned in the previous question.

What is your view of the skyrocketing legal bills over much of the last year?

Unnecessary waste in legal costs is concerning and warrants scrutiny specifically on how those costs were incurred and by whom, but also needs to be kept in context as it represents less than 1% of the district’s overall spending. High legal fees could indicate underlying issues that may need to be addressed through better communication, clearer policies, access control or more transparent decision-making. As a board member, I would seek to reduce all unnecessary expenses, including legal.

Should the district have removed nine years' worth of public records requests from its website? Why or why not?

Public records should generally be transparent and easily accessible to the community. Removing such records can undermine public trust and create concerns about accountability. As I understand it, all access to historical records are still available, so I do not see this as issue.

Is the district teaching critical race theory, Marxism, or any other ideologies? If so, what should be done about it?

The district’s curriculum should focus on providing students with a well-rounded education, teaching critical thinking and encouraging diverse perspectives instead of teaching students what to think. Rather we should be teaching them how to think for themselves. If there are concerns about specific content being taught, these should be addressed through open dialogue and a thorough review of the curriculum with a defined process for students and parents to document the concern. In regards to ideologies being taught in the classroom, that is certainly a concern as evidenced by having a Director of Instructional Equity on staff. DEI is defined by this theoretical basis in CRT, so it’s incumbent upon the district to ensure there is not subject matter creep that degrades the quality of education. Currently there is no metric or policy in place to govern this, but one should be developed. Putting this topic in context of current federal law, I would work to make sure the district is in compliance so as to not expose taxpayers to unnecessary and unneeded legal liability.

Do you support the school board majority or the teachers union in the battle over the social studies curriculum?

I reject the underlying tone of the question as it being a “battle” between the teachers union and the BOE. The continued “Fixing” of what was not broken certainly represents a risk to the quality of curriculum in all departments Math, ELA, Science and Social Studies. This was a tragic and preventable error of the Strategic planners that needs addressed by this next BOE before the mediocrity brought becomes permanent. To many changes have already been made not supported by real data and we are stuck with the consequences.

Was the attorney general right to find the school board in violation of the Open Meetings Act when members originally decided behind closed doors to suspend the superintendent? Why or why not?

The Open Meetings Act is essential for ensuring transparency and accountability in government. If it was ruled the board made a decision in violation of the act, it’s important for them to consult with legal representation on next steps. Transparency in decision-making helps build community confidence and supports the district’s long-term success.

How is the district doing in getting good and bad news to the community?

Effective communication is crucial for maintaining community trust. I believe the district can do more to ensure that both positive and negative news is shared in a timely, transparent, and clear manner. It’s important to keep the community informed about successes, challenges, and ongoing efforts to address issues, so that everyone feels engaged and informed.

Is there any reason you would not serve your full term of office, other than those of health or family?

I am fully committed to serving my term if elected. My intention is to bring my skills and experience to the board and work on behalf of the students, parents, and community for the full duration of my term.

What else would you like voters to know about yourself and your positions?

I am deeply committed to ensuring that all students receive a high-quality education and that the district operates efficiently and transparently. I bring a unique skill set in operational excellence, financial stewardship, and leadership that will allow me to make a positive impact. My approach will always be data-driven, collaborative, and focused on outcomes that benefit students, staff, and the community.